This study seeks to validate the relationship that exists between transformational leadership styles and organizational culture types that purports to support an organization's performance. The study further determines if there is any substantive relevance to the argument proposed by scholars in leadership theory that an organization's culture predicating on its performance, specifically in public sector organizations. The purpose of this quantitative research is to develop a model by mapping the relationship between a specific style of leadership that best complement an organizational culture types thereby enhancing organizational effectiveness; thus adding to the body of knowledge that currently exists. Improving organizational performance and service quality should be the focus and emphasis of organizational leadership. In order to enhance organizational effectiveness, leaders of both public and private sector organizations must articulate clearly the organizational goals and objectives that permeate their internal environment. It is imperative that the organization aligns its leadership and culture with its strategic philosophies, which are two critical constructs in defining the performance of the organization. A leader's job is infinite and the chief executive officer (CEO) of the organization must be vigilant at all times knowing that the success or failure of the organization ultimately is the leader's responsibility. It is not surprising therefore that research shows that between 35% and 50% of all CEOs are replaced within five years which should be a major concern to any organization. Transformational leadership, it has been argued, holds the answers to the paradox of leadership that is so common in public sectors organizations, and builds on the premise that the ability of the organization to maintain its identity and sense of direction rests heavily on its leaders.
|Advisers||Gregory McLaughlin; Jo Tebbetts|
|Subjects||Management; Public administration|
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